This concluding chapter provides suggestions for both preventing violence in the workplace and preparing for their aftermath. Given that workplace aggression and violence is a growing concern for ...
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This concluding chapter provides suggestions for both preventing violence in the workplace and preparing for their aftermath. Given that workplace aggression and violence is a growing concern for society, prevention strategies are important in curtailing this growing problem. A well-rounded prevention plan should include an increase in training, security, environmental modifications, policy revisions, and interpersonal finesse. In addition, plans should also be made for a response in the event violence is not prevented. For example, the Occupational Safety and Health Administration may require notification of injuries or fatalities. Having the reporting procedures outlined in the plan can expedite this process and facilitate compliance with regulations regarding when and how to report incidents. Overall, these strategies will contribute towards healthier work environments and stronger relationships between workers and employers.Less

Workplace Violence : Prevention and Aftermath

Allen K. HessClara E. Hess

Published in print: 2013-02-11

This concluding chapter provides suggestions for both preventing violence in the workplace and preparing for their aftermath. Given that workplace aggression and violence is a growing concern for society, prevention strategies are important in curtailing this growing problem. A well-rounded prevention plan should include an increase in training, security, environmental modifications, policy revisions, and interpersonal finesse. In addition, plans should also be made for a response in the event violence is not prevented. For example, the Occupational Safety and Health Administration may require notification of injuries or fatalities. Having the reporting procedures outlined in the plan can expedite this process and facilitate compliance with regulations regarding when and how to report incidents. Overall, these strategies will contribute towards healthier work environments and stronger relationships between workers and employers.

The human service system and virtually every component of it, including the mental health system have been and continue to be under conditions of chronic stress, individually and collectively ...
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The human service system and virtually every component of it, including the mental health system have been and continue to be under conditions of chronic stress, individually and collectively experiencing repetitive trauma. In many helping organizations, neither the staff nor the administrators feel particularly safe with their clients or even with each other. This lack of safety may present as a lack of physical safety, abusive behavior on the part of managers and/or staff, and a pervasive mistrust of the organization. A perceived lack of safety erodes trust which is the basis for positive social relationships. As a result these organizations are very tightly wrapped and tensions run high. Under such unrelenting stress helping professionals and the agencies themselves become more highly reactive and are more ready to see threat rather than opportunity, pathology rather than strength and risk rather than reward.Less

Lack of Safety: Recurrent Stress and Organizational Hyperarousal

Sandra L. BloomBrian Farragher

Published in print: 2010-10-28

The human service system and virtually every component of it, including the mental health system have been and continue to be under conditions of chronic stress, individually and collectively experiencing repetitive trauma. In many helping organizations, neither the staff nor the administrators feel particularly safe with their clients or even with each other. This lack of safety may present as a lack of physical safety, abusive behavior on the part of managers and/or staff, and a pervasive mistrust of the organization. A perceived lack of safety erodes trust which is the basis for positive social relationships. As a result these organizations are very tightly wrapped and tensions run high. Under such unrelenting stress helping professionals and the agencies themselves become more highly reactive and are more ready to see threat rather than opportunity, pathology rather than strength and risk rather than reward.

Steven M. Elias (ed.)

Published in print:

2013

Published Online:

March 2016

ISBN:

9780814722602

eISBN:

9780814722626

Item type:

book

Publisher:

NYU Press

DOI:

10.18574/nyu/9780814722602.001.0001

Subject:

Psychology, Social Psychology

Workplace crimes are never far from the news. From major scandals like Enron to violent crimes committed by co-workers to petty theft of office supplies, deviant and criminal behavior is common in ...
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Workplace crimes are never far from the news. From major scandals like Enron to violent crimes committed by co-workers to petty theft of office supplies, deviant and criminal behavior is common in the workplace. Psychological factors are almost always involved when an employee engages in such behavior. This book offers insights at the level of the individual employee and also sheds light on the role organizations themselves may play in fostering such criminal behavior. It considers psychological factors involved in theft and fraud, workplace violence, employee discrimination, and sexual harassment. It also analyzes a number of variables which can influence such behavior; including employee personality, employee emotional processes, experience of occupational stress, organizational culture, organizational injustice, and human resource management practices. The book will be of core interest to those interested in the psychology and sociology of work, organizational behavior, and human resource management.Less

Deviant and Criminal Behavior in the Workplace

Published in print: 2013-02-11

Workplace crimes are never far from the news. From major scandals like Enron to violent crimes committed by co-workers to petty theft of office supplies, deviant and criminal behavior is common in the workplace. Psychological factors are almost always involved when an employee engages in such behavior. This book offers insights at the level of the individual employee and also sheds light on the role organizations themselves may play in fostering such criminal behavior. It considers psychological factors involved in theft and fraud, workplace violence, employee discrimination, and sexual harassment. It also analyzes a number of variables which can influence such behavior; including employee personality, employee emotional processes, experience of occupational stress, organizational culture, organizational injustice, and human resource management practices. The book will be of core interest to those interested in the psychology and sociology of work, organizational behavior, and human resource management.

This chapter focuses on the cause of workplace violence. Among the more common reasons given for increasing workplace violence are economic fears regarding job security, heightened concerns for ...
More

This chapter focuses on the cause of workplace violence. Among the more common reasons given for increasing workplace violence are economic fears regarding job security, heightened concerns for personal safety, and generalized stress and anxiety among workers. Even when there appears to be a specific triggering event, such as a layoff or termination, observers tend to accept such management actions as a regrettable but common business practice and focus their attention almost exclusively on the perpetrator as the sole target for blame. In addition, there have been indirect evidence and anecdotal indicators to suggest that on at least some occasions the organization itself has played a role in the incidence of violence. This organizational role is most likely to be manifested through its culture.Less

When Employees Turn Violent : The Potential Role of Workplace Culture in Triggering Deviant Behavior

Ricky W. GriffinYvette P. Lopez

Published in print: 2013-02-11

This chapter focuses on the cause of workplace violence. Among the more common reasons given for increasing workplace violence are economic fears regarding job security, heightened concerns for personal safety, and generalized stress and anxiety among workers. Even when there appears to be a specific triggering event, such as a layoff or termination, observers tend to accept such management actions as a regrettable but common business practice and focus their attention almost exclusively on the perpetrator as the sole target for blame. In addition, there have been indirect evidence and anecdotal indicators to suggest that on at least some occasions the organization itself has played a role in the incidence of violence. This organizational role is most likely to be manifested through its culture.